Logistics Course for Public Sector Freight Planners - … Course for Public Sector Freight Planners...

Module FiveModule FiveLogistics Logistics Course for Public Sector Course for Public Sector

Freight PlannersFreight Planners

Mississippi Valley Freight CoalitionMississippi Valley Freight Coalition

National Center for Freight and Infrastructure Research National Center for Freight and Infrastructure Research and Education (CFIRE)and Education (CFIRE)

University of WisconsinUniversity of Wisconsin--MadisonMadison

OutlineOutline

Supply Chain StrategiesSupply Chain StrategiesLogistics Network DesignLogistics Network DesignProcurement and OutsourcingProcurement and OutsourcingInformation Technology in LogisticsInformation Technology in LogisticsConcluding RemarksConcluding Remarks

Supply Chain StrategiesSupply Chain Strategies

Objectives of Supply Chain StrategiesObjectives of Supply Chain Strategies

To Reduce Total Cost ThroughTo Reduce Total Cost ThroughReducing the time from manufacturing to Reducing the time from manufacturing to consumption, reducing redundant inventory in consumption, reducing redundant inventory in the supply chain;the supply chain;Facilitating smooth flow of products, raw Facilitating smooth flow of products, raw materials, finance, information, technology materials, finance, information, technology between parties through partnership and between parties through partnership and cooperation;cooperation;Improving system integration and system Improving system integration and system resiliency.resiliency.

Logistics Cost as a Percentage of GDPLogistics Cost as a Percentage of GDP

Country GDP %USA 10.5Canada 12UK 10.63Denmark 12.88Ireland 14.26Spain 11.52Hong Kong 13.71Japan 11.37

Source: Financial Times, December 1998

Logistics Cost Breakdown in USALogistics Cost Breakdown in USA

Cost PercentageTransport 46Storage/Warehousing

22Inventory Carrying 22administration 10

Cited in the Handbook of Logistics and Distribution Management.Source: Financial Times, December 1998.

Cost Itemization as a Percentage of Cost Itemization as a Percentage of Final Sales TurnoverFinal Sales Turnover

Main Business Transport Cost

Warehousing/Depot

Inventory Holding

Administration Overall

Office Equipment 3.2 10.7 0.87 14.77Health Supply 1.36 9.77 0.66 0.19 11.98Beer 8.16 2.82 0.56 2.19 13.74fashion 0.38 1.31 0.33 2.02Cement 25.2 9.1 7.1 4.6 46Auto Parts 2.07 6.35 1.53 9.96Computer Supply 0.65 0.78 0.09 1.52

Source: Benchmark Survey of UK Companies by Dialog Consultants Ltd.Cited in Handbook of Logistics and Distribution Managementby Rushton, Oxley and Croucher, 2000.

Inventory PoliciesInventory Policies

(s, S) Ordering PolicyContinuous ReviewPeriodic Review

Economic Order Quantity (EOQ) Model – Most Basic Model

hKDQ 2* =

D = Demand; K = fixed ordering cost; h = inventory carrying cost

Example for EOQExample for EOQ

ExampleExample A distribution center (DC) A distribution center (DC) manages distribution of a product. The manages distribution of a product. The unit value of this product (purchase cost) unit value of this product (purchase cost) is $50.00. The annual demand for this is $50.00. The annual demand for this product that goes through the DC is 4000 product that goes through the DC is 4000 units. The cost of placing an order each units. The cost of placing an order each time is $400. If the inventory carrying cost time is $400. If the inventory carrying cost is 20% of the tied inventory value, how is 20% of the tied inventory value, how many units shall be ordered each time?many units shall be ordered each time?SolutionSolutionHere D=4000; K=400; h=$50x20%=$10.00. Here D=4000; K=400; h=$50x20%=$10.00.

Therefore,Therefore,

== ≈≈568.568.hKDQ 2* =

104000*400*2

Impact of Transportation On Inventory Impact of Transportation On Inventory ManagementManagement

Longer InLonger In--transit Time Raises Retransit Time Raises Re--order order PointPointTransit Time Reliability Affects Safety Transit Time Reliability Affects Safety StockStock

Re-order Point

LeadTime

Inventory

s

S

Order-up-to Point

Implications of Uncertain Lead Implications of Uncertain Lead Time to InventoryTime to Inventory

Time Reliability Cost to Inventory (A)Time Reliability Cost to Inventory (A)

Suppose that an inventory policy is needed for a consumer Suppose that an inventory policy is needed for a consumer product. Assume that whenever an order is placed for product. Assume that whenever an order is placed for replenishment, an ordering cost is incurred of $4,500, replenishment, an ordering cost is incurred of $4,500, which is independent of the order size. Each unit of product which is independent of the order size. Each unit of product has a cost of $250, and the annual inventory cost is 18% of has a cost of $250, and the annual inventory cost is 18% of the product cost. Lead time (from order placing to order the product cost. Lead time (from order placing to order arrival) is about two weeks. We have the following data arrival) is about two weeks. We have the following data and optimal policy to manage the inventory.and optimal policy to manage the inventory.

Average

weekly

demand

Standard deviation of weekly demand

average demand during lead time

reorder

point

Safety

stock

order

quantity44.58 32.08 89.16 176 86.2 679

Time Reliability Cost to Inventory (A)Time Reliability Cost to Inventory (A)

Suppose that an inventory policy is needed for a consumer Suppose that an inventory policy is needed for a consumer product. Assume that whenever an order is placed for product. Assume that whenever an order is placed for replenishment, an ordering cost is incurred of $4,500, replenishment, an ordering cost is incurred of $4,500, which is independent of the order size. Each unit of product which is independent of the order size. Each unit of product has a cost of $250, and the annual inventory cost is 18% of has a cost of $250, and the annual inventory cost is 18% of the product cost. Lead time (from order placing to order the product cost. Lead time (from order placing to order arrival) is about two weeks. We have the following optimal arrival) is about two weeks. We have the following optimal policy to manage the inventory.policy to manage the inventory.

Average

weekly

demand

Standard deviation of weekly demand

average demand during lead time

reorder

point

Safety

stock

order

quantity44.58 32.08 89.16 176 86.2 679

Time Reliability (Lead Time Variance) Time Reliability (Lead Time Variance) to Optimal Inventory Cost (B)to Optimal Inventory Cost (B)

Source: Formula from Designing and Managing the Supply Chain by Simchi-Levi, etc.

Note: order quantity remains the same.

Standard Deviation Re-order Point Inventory increase(in days) (units)

2 179 0.78%3 183 1.72%

4 188 2.97%5 194 4.49%6 202 6.23%7 210 8.14%8 219 10.20%9 228 12.38%

Lead Time Duration to Inventory CostLead Time Duration to Inventory Cost

New Lead

Time (day)

Demand During

Lead Time

Safety Stock Re-order

Point

Average Inventory Change

24 153 113 266 6.26%23 146 110 257 5.70%22 140 108 248 5.13%21 134 106 239 4.55%20 127 103 230 3.95%19 121 100 221 3.34%18 115 98 212 2.71%17 108 95 203 2.06%16 102 92 194 1.40%15 96 89 185 0.71%14 89 86 175 0.00%13 83 83 166 -0.74%12 76 80 156 -1.50%11 70 76 146 -2.30%10 64 73 137 -3.14%

Additional Supply Chain StrategiesAdditional Supply Chain Strategies

Pull Pull vsvs Push SystemsPush Systems

Source: http://elsmar.com/Pull_Systems/. Accessed on September 10, 2007

The Push System: Bullwhip EffectThe Push System: Bullwhip Effect

Other Disadvantages of a Push SystemOther Disadvantages of a Push SystemThe inability to meet changing demand patternsThe inability to meet changing demand patternsThe likely obsolescence of supply chain inventory as The likely obsolescence of supply chain inventory as demand for certain products disappears.demand for certain products disappears.

Supply Chainretailer vendor Distributor

Manufacturer

A Pull SystemA Pull System

A Pull System AllowsA Pull System AllowsProduction and distribution decisions made Production and distribution decisions made based on customer demand;based on customer demand;Consumption or demand information flows Consumption or demand information flows backward along the supply chainbackward along the supply chain..

AdvantagesAdvantagesLower inventoryLower inventoryResponsivenessResponsiveness

Example of a Pull System: Demand Example of a Pull System: Demand Driven Dispatch in the Airlines IndustryDriven Dispatch in the Airlines Industry

Demands Are Air Passengers/Air Demands Are Air Passengers/Air Cargoes.Cargoes.Supplies Are Aircraft Capacity.Supplies Are Aircraft Capacity.Condition: Air Fleet Is Given.Condition: Air Fleet Is Given.Demand Driven Dispatch (DDemand Driven Dispatch (D33) Operations) Operations

Flexible air fleet assignment with cockpit Flexible air fleet assignment with cockpit compatible aircraft swap opportunity compatible aircraft swap opportunity imbedded.imbedded.Realized demand decides the final aircraft Realized demand decides the final aircraft assignment (supply of capacity, or production assignment (supply of capacity, or production of consumables)of consumables)

Push vs. Pull systemsPush vs. Pull systems

Demand uncertainty

Economies of scale

Computer

Book and CD

Furniture/Auto

Grocery

L

H

push

pull

L H

pull

Source: Designing and Managing the Supply Chain by Simchi Levi et al. 2000

Vendor Managed Inventory (VMI) SystemVendor Managed Inventory (VMI) System

Under VMI, instead of the customer Under VMI, instead of the customer monitoring its sales and inventory for the monitoring its sales and inventory for the purpose of triggering replenishment purpose of triggering replenishment orders, the vendor assumes responsibility orders, the vendor assumes responsibility for these activitiesfor these activities

Advantages of VMIAdvantages of VMI

Improved customer serviceImproved customer serviceReduced demand uncertainty Reduced demand uncertainty Reduced inventory requirements Reduced inventory requirements Reduced costs Reduced costs

Transportation implications: more frequent LTL movementsTransportation implications: more frequent LTL movements

AssembleAssemble--toto--order systemorder system

Components OrderedComponents OrderedProduct not Assembled until Order ArrivesProduct not Assembled until Order ArrivesApplication ConditionApplication Condition

Plethora of products sharing the same set of Plethora of products sharing the same set of components with different configurations.components with different configurations.Demand for each product is uncertainDemand for each product is uncertainExamplesExamples

PC IndustryPC IndustryStain mixtureStain mixture

Component 1

Component 2

Component n

Supplier 1

Supplier 2

Supplier 3

Product 1

Product 2

Product 3

Illustration of ATO SystemsAn Assemble to Order System

JustJust--InIn--Time SystemTime System

JIT demands timely, but not too early, JIT demands timely, but not too early, supply of needed materials for production supply of needed materials for production in just the right quantity.in just the right quantity.It views inventory as a cost and redundantIt views inventory as a cost and redundantInventory needed is reduced to the Inventory needed is reduced to the minimumminimumIt imposes high standard onto products It imposes high standard onto products quality (no backup in the inventory!)quality (no backup in the inventory!)

MultiMulti--echelon System: An Example of echelon System: An Example of ProductionProduction

An assemble system

MultiMulti--echelon System: An Example of echelon System: An Example of DistributionDistribution

Summary of Supply Chain StrategiesSummary of Supply Chain Strategies

Major Means of SCSMajor Means of SCSInformation sharing Information sharing (supply and demand)(supply and demand)Coordination of supply Coordination of supply to match demand to match demand patternspatternsPartnership between Partnership between the manufacturers, the manufacturers, distributors and distributors and vendorsvendorsFinal consumers are Final consumers are the demand!the demand!

Transportation As a Transportation As a Major Factor in SCS!Major Factor in SCS!